Digital leadership during rapid expansion

Båstadgruppen had completed several acquisitions, which had gradually resulted in a fragmented IT environment with multiple vendors, systems, and data sources. As the organization grew, the need for consolidation and increased structure became increasingly evident.

At the same time, there was a gap in both competence and capacity to manage IT at a more strategic and tactical level. Resources were lacking to establish a clear roadmap, consolidate vendors, and restructure the IT landscape in line with the Group’s long term objectives.

The situation was further compounded by extended absences among key operations personnel, increasing vulnerability in day to day delivery.

In parallel, the company was facing significant transitions, including the migration of both its web platform and ERP system to new solutions. At the same time, accumulated technical debt needed to be addressed to enable a more scalable and cohesive IT environment going forward.

Core IT was streamlined and consolidated under a primary vendor, creating clearer accountability and a stable foundation for continued development.

A strategic roadmap was developed with prioritized initiatives aligned to the company’s growth and evolving needs. Structured processes were established for onboarding and offboarding, support channels, and clear system ownership. A development council was introduced to ensure structured requirements management, prioritization, and long term system governance.

At the same time, key changes were implemented across the system landscape, including the migration of the ERP system, a new website and e commerce platform, and the implementation of a CRM solution.

IT costs were gradually shifted from support and maintenance toward development. Through active coaching, internal capabilities were strengthened and a clear succession path was established toward a future Head of IT.

Through the consolidation and new structure, Båstadgruppen has gained a more cohesive and manageable IT environment. Fewer vendors, clearer accountability, and established ways of working have reduced vulnerability and improved control over both costs and delivery.

The strategic roadmap and development council have given the business greater influence over priorities and investments. IT decisions are now made based on business needs and the company’s growth agenda.

The transformation has been handed over to a strengthened and restructured internal IT function, with the capability to independently manage, prioritize, and further develop the company’s digital platform.